Operational Plan 2026-2027 by Cumberland City Council

ACKNOWLEDGEMENT OF TRADITIONAL CUSTODIANS

Cumberland City Council acknowledges the Darug Nation and People as Traditional Custodians of the land on which the Cumberland Local Government Area (LGA) is situated and pays respect to Aboriginal Elders past, present and future.

We acknowledge Aboriginal and Torres Strait Islander Peoples as the First Peoples of Australia.

Cumberland City Council also acknowledges other Aboriginal and Torres Strait Islander Peoples living in the Cumberland Local Government Area and reaffirms that we will work closely with all Aboriginal and Torres Strait Islander communities to advance reconciliation within the area.

MESSAGE FROM THE MAYOR

On behalf of Cumberland City Council, I am pleased to present the Operational Plan for 2026-2027. This Plan outlines Council’s commitment to the 256,906 people who call Cumberland home and sets out the key projects and actions scheduled for delivery over the next 12 months.

Cumberland continues to grow, not just in terms of our physical scale, but also in our strength and unity. With the population expected to reach around 300,000 residents by 2036, Council is preparing for the year ahead through a program of works designed to ensure services, public spaces and our neighbourhoods continue to reflect the way residents live, work and connect.

Council will continue to deliver initiatives that strengthen community wellbeing, support fairness and improve access to services. This includes progressing the implementation of the Gender Equity Strategy through actions that support women and girls to participate in community life, while embedding gender equity considerations into decision making and service delivery. We will also continue to deliver Domestic and Family Violence Prevention initiatives that help residents access support when it is needed. This work includes community education, clear information and referral pathways that connect people to services and contribute to safer, more supportive communities.

Programs that support our culturally diverse communities, seniors, people with disability, children and youth, Cumberland’s Indigenous community, and newly arrived residents will continue to be a central focus of Council’s commitment. These initiatives help residents feel included and supported, and build confidence, resilience and

social connection. Community grants, capacity building opportunities and access to health and wellbeing programs will continue to help local organisations deliver meaningful activities and support residents to maintain a good quality of life across Cumberland.

To support our growing community, significant capital investment is planned. Council’s proposed capital expenditure for 2026-2027 is $101.3 million, which includes new and major capital projects worth $62.7 million. These projects include the Auburn Basketball Centre of Excellence, Auburn Park Extension, Duck River Parklets, Duck River Playground Upgrade, Girraween Park Amenities Upgrade, the Guildford Swim Centre modernisation project, Hyland Road Sporting Complex Project, Lidcombe Remembrance Park Upgrade and the Lidcombe Town Centre Revitalisation Project. Together, they aim to enhance liveability, accessibility and safety while providing more opportunities for recreation and connection.

Cumberland continues to be shaped by the contributions of our residents. Community building programs including the Mayoral Civic Pride Awards and multiple cultural lighting competitions, recognise those who help keep the city beautiful. The Mayoral Sports Awards celebrate excellence in sport and highlight the positive impact of community participation.

The year ahead features a vibrant calendar of major events, including the Sydney Cherry Blossom Festival, Diwali Festival, Christmas in the Gardens, Family Christmas Fair, Australia Day, Lunar New Year, Ramadan Street Festival, Easter in the Gardens, Easter Extravaganza, Nowruz

Street Festival and the Back to Guildford Festival. These events bring residents together and celebrate the cultural diversity, creativity and community spirit that characterise Cumberland.

Thank you to the residents who contribute to the strength and character of this community. The year ahead provides many opportunities to participate, connect and support a positive future for Cumberland; I am so excited to share this with our wonderful community.

Councillor Ola Hamed Mayor

MESSAGE FROM THE GENERAL MANAGER

I am proud to present Cumberland City Council’s Operational Plan 2026-2027 on behalf of our dedicated and engaged workforce.

This plan outlines the specific services, actions and initiatives that Council is committed to delivering in the year ahead and was developed in response to the community priorities set out in the Community Strategic Plan 20252035. It also outlines how Council will continue to deliver high quality and cost-effective services, facilities and infrastructure in a sustainable way.

This year Council will oversee a Capital Works budget of over $100 million, focusing on new and major infrastructure projects, allocating $23.5 million towards expansion projects across Cumberland and $21.6 million towards new grant funded major projects. Projects will include the Auburn Basketball Centre of Excellence, Lidcombe Town Centre Revitalisation and Hyland Road Sporting Complex.

A further $19 million will be allocated towards renewals of Council buildings and aquatic centres, including the Guildford Swim Centre modernisation project, $18.8 million towards the renewal of Council roads and bridges and $5 million towards new and renewed footpaths.

Council will also prioritise maintaining, improving and upgrading parks, playgrounds and recreation areas including Girraween Park amenities, Lidcombe Remembrance Park and the Duck River Playground. Two new parklets at the end of Mimosa Street and Seventh Street in Granville will be delivered, improving local connections to the Duck River Parklands.

Council will continue to showcase our community’s rich diversity by bringing together thousands of people to connect and celebrate through our extensive community events program commencing with our flagship nine-day Sydney Cherry Blossom Festival. Our program will continue with Diwali Festival, Christmas in the Gardens, Australia Day, Lunar New Year, Ramadan Street Festival, Nowruz Street Festival, Easter in the Gardens, Easter Extravaganza and the Back to Guildford Street Festival.

Significantly, this year marks the 10 year anniversary of Cumberland City Council. Throughout the past 10 years Council has planned, designed and established a wellfunctioning and sustainable organisation that proudly serves the interests of the whole Cumberland community. Staff have worked diligently to build an organisation that is financially stable, delivers great outcomes for our community and is a great place to work.

I am extremely proud of the progress and achievements Cumberland City Council is delivering for our community and I am excited to embark on the year ahead as we continue to deliver the services, programs and projects our community requires and deserves. We value our partnership with our community and encourage input and feedback to ensure we continue to meet the needs of our growing community.

It is a privilege to lead a diverse and accomplished organisation that places the community at the heart of every plan we develop. I look forward to working with Councillors, staff and the community to continue to make Cumberland a great place to live, work and play.

Peter J. Fitzgerald General Manager

INTRODUCTION

Welcome to the Cumberland City Operational Plan 2026-2027

Integrated Planning and Reporting (IP&R) Framework

IP&R Key Elements

Foundation of our Plans

WELCOME TO THE CUMBERLAND CITY OPERATIONAL PLAN 2026-2027

In response to the community’s long term vision and aspirations detailed in the Community Strategic Plan (CSP) 2025-2035, coupled with the overarching strategic directions, objectives and strategies and the commitment the elected Council made in the Delivery Program (DP) 2025-2029, Council has developed its annual Operational Plan (OP) 2026-2027.

Purpose and key elements of the Operational Plan

The OP translates the priorities and principal deliverables outlined in the DP into detailed actions to be delivered over the financial year. It enables Council to allocate resources, deliver services and achieve measurable outcomes that align with the community’s strategic directions outlined in the CSP.

The OP demonstrates Council’s commitment to achieving its strategic directions by outlining the specific activities it will undertake each year. These include:

• Service Actions, Budget and Performance Indicators: identify the specific actions Council will undertake to meet the commitments outlined in the DP, accompanied by a detailed service budget. Performance indicators measure Council’s performance and progress against its principal deliverables

• Major Projects and Capital Expenditure: highlight the planned significant projects and infrastructure, reflecting Council’s commitment to long term community outcomes

• Major Events: highlight Council’s planned major events that celebrate diversity, foster social cohesion and promote cultural expression

• Service Reviews: focus on improving service delivery by examining the efficiency and effectiveness of Council’s services and identifying opportunities to better align with community needs

• Statement of Revenue Policy and Financial Information: includes estimates for Council’s revenue sources and annual budget in addition to other statutory financial details.

There is a clear link between the CSP, DP and OP. The CSP sets the long term vision and strategic priorities for the community, the DP identifies Council’s key deliverables over a four year period and the OP focuses on implementing these deliverables through annual actions.

How the Operational Plan is Resourced

The OP 2026-2027 outlines the 35 frontline and internal services Council will deliver to achieve the strategic directions, objectives and strategies set out in the CSP.

The Resourcing Strategy provides Council’s long term approach to translating the four strategic directions in the CSP into actionable commitments within the DP. It integrates Council’s asset, workforce, digital and financial planning to give the community clear and detailed information on how Council plans to sustainably resource the commitments it has made in the DP and OP.

The Resourcing Strategy consists of four components:

• Asset Management Strategy

• Workforce Management Strategy

• Digital Strategy

• Long Term Financial Plan.

INTEGRATED PLANNING AND REPORTING (IP&R) FRAMEWORK

Under the NSW Local Government Act 1993, councils are mandated to adopt a robust approach to planning and decision making through the Integrated Planning and Reporting (IP&R) Framework. The IP&R Framework is central to all Council plans, guiding how councils provide leadership, plan for the future and make decisions about services and resources.

The framework emphasises that IP&R should be at the core of all Council plans, activities, resourcing decisions and improvement strategies. All councils in NSW use the IP&R framework to guide their planning and reporting activities. The framework provides a clear picture of the council’s direction and how it plans to achieve its goals, through various plans and strategies. These include the:

• Community Strategic Plan

• Resourcing Strategy

» Asset Management Strategy

» Workforce Management Strategy

» Long Term Financial Plan

» Digital Strategy (whilst not a requirement under the Local Government Act and Regulations, the development and adoption of a Digital Strategy is an invaluable part of Cumberland’s resource planning and is considered best practice)

• Delivery Program

• Operational Plan.

The IP&R framework of documents is designed to ensure that NSW councils undertake long term planning for the future of their communities and that planning is based on thorough community engagement. The framework is a cascading set of plans, strategies and reports designed to translate high level community hopes and aspirations into actionable activities for Council. Plans within the IP&R Framework ensure that Council activities are aligned with community priorities, are sustainably resourced and all progress is measured and reported.

The community is at the heart of the IP&R Framework, therefore Council values engagement with the Cumberland community to understand their priorities and vision for the future. Involving the community in each stage of the IP&R process ensures decision making is evidence based and representative of the views of the community. Council’s role in engagement is to:

• Inform

• Consult

• Involve

• Collaborate

• Empower.

IP&R KEY ELEMENTS

Resourcing Strategy

Demonstrates how work identified in the Delivery Program and Operational Plan will be resourced

Community Strategic Plan

Highest level of strategic planning. All other plans must support achievements of Community Strategic Plan objectives

Delivery Program

Describes the elected Council’s commitment to deliver against the Community Strategic Plan over a four year term Community Engagement Strategy

Delivery Program

Describes the elected Council’s commitment to deliver against the Community Strategic Plan over a four year term

State of our City Report

Report prepared by the outgoing Council to the community on the effectiveness of implementing the Community Strategic Plan

Annual Report

Reports to the community on the work undertaken each year to deliver on the commitments of the Delivery Program and Operational Plan

Strategy

To support the development of all plans, policies, programs and key activities

Operational Plan

Identifies detailed annual activities to deliver against Delivery Program commitments

Performance and Progress Report

Six monthly reports that updates the community on the performance and progress of the commitments outlined in the annual Operational Plan

FOUNDATION OF OUR PLANS

Cumberland City Council has taken an integrated approach to developing the full suite of Integrated Planning and Reporting documents and reports.

The foundation of our plans provides a strong line of sight across documents and reports, clearly communicating key components of the IP&R Framework.

Cumberland will introduce icons to more visibly represent key information including:

• Strategic Directions

• Quadruple Bottom Line (QBL)

• Social Justice Principles

• Council’s Role.

Strategic Directions

Following extensive community engagement, the Community Strategic Plan has captured what the community values most about Cumberland and conveyed this through four high level Strategic Directions.

The four Strategic Directions will be represented throughout this Operational Plan with the following icons:

Supporting a safe, healthy, creative and connected community

Delivering sustainable, safe and accessible infrastructure and services

Enhancing the natural and built environment

Providing transparent, accountable and strong local leadership

Quadruple Bottom Line

Local government operates under four key pillars to ensure the community receives the services they expect.

The Quadruple Bottom Line (QBL) is a framework to evaluate performance across these four pillars:

• Social

• Environmental

• Economic

• Civic Leadership.

Council is required to plan based on the QBL in an integrated way to ensure Cumberland balances community needs to create a sustainable city.

The four pillars of the QBL will be represented throughout this Operational Plan with the following icons:

Council’s Role

Council is responsible for the provision of goods, services, facilities and activities which meet the current and future needs within its local community and of the wider public. Cumberland faces many complex challenges that extend beyond the direct delivery of services. Council recognises that it alone cannot address all needs in supporting the community to achieve its vision for the future. Council therefore engages with other partners, such as state agencies and community groups, to deliver the long term objectives of the Community Strategic Plan (CSP).

The CSP identifies the role of Council in contributing to the Strategic Directions.

• Deliver direct services and facilities to meet local community needs.

• Partner with organisations, government agencies, businesses and other community groups to achieve shared outcomes.

• Advocate on behalf of our communities by giving a voice to their needs and aspirations. Council will call on other levels of government and businesses for policy and regulatory reform, as well as changes to service provision for the benefit of the city and its communities.

Council’s role will be represented throughout this Operational Plan with the following icons:

Social Justice Principles

Council’s planning and service delivery are guided by social justice principles. These principles promote fairness in the distribution of resources, equitable access to services and inclusive participation in decision making to benefit the community.

To support these principles, Council operates within a robust governance framework of policies and procedures. This ensures all decision making is transparent and accountable and organisational activities are safeguarded against fraud and corruption.

In addition, Council is committed to strong local leadership, effective administration and driving continuous improvement and innovation across all operations.

ACCESS

To ensure all people have access to goods and services regardless of age, gender and ethnicity. Council’s planning outlines a commitment to provide and advocate for services and facilities that are beneficial to Cumberland’s diverse population.

PARTICIPATION

To enable people to participate in decisions which affect their lives and support opportunities for planning and decision making processes to reflect the diverse and wide range of community voices.

Social Justice Principles will be represented throughout this Operational Plan with the following icon:

RIGHTS

To protect individual liberties to information about circumstances and decisions affecting people and to provide an appeal mechanism for decisions which they feel are unfair.

EQUITY

To ensure fair distribution of available resources across society. Council is committed to fairness in providing services, making decisions and distributing resources equally, giving consideration for those in need to ensure increased collective benefit for the whole community.

Carnarvon

OUR SHARED VISION, VALUES AND ASPIRATIONS

Our Shared Aspirations:

Our shared aspirations reflect what the residents of Cumberland City envision for the area, both now and in the future. These aspirations guide us in ensuring that we remain focused on achieving what we set out to accomplish.

Following extensive community engagement, the Community Strategic Plan has four high level strategic directions, capturing the community’s aspirations for Cumberland City:

Our Community Vision:

Supporting a safe, healthy, creative and connected community

Our Organisation’s Values:

The community’s vision serves as the foundation for our organisation’s values, guiding how we work to achieve shared goals. These values shape our approach, ensuring we remain aligned with the community’s aspirations. Our organisation’s values are:

Enhancing the natural and built environment

Supporting a safe, healthy, creative and connected community

We are determined to succeed

We are inclusive in our approach

We are progressive in our outlook

Enhancing the natural and built environment

Delivering sustainable, safe and accessible infrastructure and services

Supporting a safe, healthy, creative and connected community

Providing transparent, accountable and strong local leadership

Enhancing the natural and built environment

Delivering sustainable, safe and accessible infrastructure and services

Providing transparent, accountable and strong local leadership

OUR COMMUNITY

Cumberland City is one of the most culturally diverse, vibrant and populated local government areas in NSW. Approximately 256,906 people currently call Cumberland City home and this is expected to grow to around 300,000 people by 2036. Our international food, cultural events, high quality community programs, extensive networks of green spaces and our place in the geographical heart of Sydney makes Cumberland the place to be!

The Cumberland community has many young families who are professionals, speak multiple languages and have come from a range of backgrounds and experiences that contribute to Cumberland’s unique flavour. With just over half of all residents born overseas and almost a quarter having arrived in Australia in the last five years, Cumberland City is for many, their first introduction to life in Australia.

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Cumberland City covers more than 72 square kilometres and is strategically located in the geographic heart of Sydney, less than five kilometres south of the Parramatta CBD and approximately 20 kilometres west of the Sydney CBD.

OUR COUNCIL Meet our Team

Cumberland City Council is led by the General Manager and supported by Council’s Executive Team. The Executive Team leads Council’s administrative body, providing high level strategic leadership in the delivery of Cumberland’s vision and priorities across the organisation.

Cumberland’s administrative functions are divided into five Directorates delivering a wide range of services, programs and facilities to a diverse and expanding community.

Our Services

Cumberland delivers a range of services to the community that:

Design Build Deliver Manage Maintain

We:

Plan, construct and deliver accessible, safe and high quality infrastructure and services

Provide land use planning and advocacy that create opportunities to meet the housing, employment and recreation needs of the community

Maintain and renew Council’s infrastructure network and assets

Provide a clean, well maintained and safe public domain area, including town centres, streetscapes, drainage and road networks

Facilitate management and collection of all domestic general, recycling and organic waste bins

Maintain an extensive network of parks, sportsgrounds, playgrounds, bushland, habitat corridors and recreation areas

Undertake building, development and engineering assessments, development programs, planning agreements, certificates and proposals

Develop initiatives to improve public spaces, community facilities, traffic and transport, stormwater and flood management infrastructure

Promote the economic growth of Cumberland City and develop strong partnerships with business, industry and stakeholders

Provide safe, accessible and welcoming community based aquatic and leisure facilities, programs and services

Provide education and recreation activities through high quality and accessible library services and programs

Facilitate and promote environmental initiatives, programs, education, protecting and enhancing the natural environment

Communicate and promote Council’s services, programs and offerings and provide engaging, inclusive and timely community engagement opportunities

Celebrate diversity, foster social cohesion and cultural expression offering various major cultural events

Deliver community events, activities, arts and cultural projects, programs and initiatives and provide premium bookable spaces and facilities

Improve the lives of children and their families, support better outcomes for young people and provide education and care services

Deliver capacity building programs, community grants, referral services to domestic violence survivors and those facing homelessness and connect the Cumberland community with Aboriginal histories and culture

Deliver crime prevention and community safety programs

Offer quality health and wellbeing services and programs to enhance the quality of life for seniors, people with disability and carers

Ensure Council properties are consistently utilised and are effectively managed

Monitor and enforce local laws and regulations including companion animals, parking compliance, environmental compliance and illegal dumping

Provide corporate functions to ensure the organisation runs efficiently and effectively and abides by all legislative requirements

Advocate to other levels of government on behalf of our community

Our Facilities

Our community has an array of facilities available, including access to five swim centres, eight libraries, two golf courses, high quality community venues, education and care facilities, passive parks and premium gardens including Auburn Botanic Gardens, Holroyd Gardens and Central Gardens. In addition, there are extensive walkways and bicycle paths, BBQs and picnic shelters.

Cumberland’s network of town centres are great places to come together and are a focus for community life. They provide retail, entertainment and employment opportunities supporting diverse and dynamic small businesses and enriching future growth of our residents. With opportunities for markets, festivals and other community events, our town centres are an important part of the social fabric of Cumberland.

200,500

OUR ELECTED REPRESENTATIVES

Clr Ola Hamed (Mayor)

0405 070 007 Ola.Hamed@cumberland.nsw.gov.au

Clr Steve Christou 0419 651 187 Steve.Christou@cumberland.nsw.gov.au Clr Joseph Rahme

995 471 Joseph.Rahme@cumberland.nsw.gov.au Clr Dr Diane Colman

279 200 Diane.Colman@cumberland.nsw.gov.au Clr Eddy Sarkis 0425 348 000 Eddy.Sarkis@cumberland.nsw.gov.au

Clr Nadima Kafrouni-Saba (Deputy Mayor) 0447 605 158 Nadima.Kafrouni-Saba@cumberland.nsw.gov.au

Clr Enver Yasar

Clr Helen Hughes

Clr Steve Yang

Clr Paul Garrard

Clr Ahmed Ouf

Clr Glenn Elmore

0497 428 929 Enver.Yasar@cumberland.nsw.gov.au

0400 264 534 Helen.Hughes@cumberland.nsw.gov.au

0448 836 197

Steve.Yang@cumberland.nsw.gov.au

0414 504 504

Paul.Garrard@cumberland.nsw.gov.au

0449 877 141 Ahmed.Ouf@cumberland.nsw.gov.au

0418 459 527

Glenn.Elmore@cumberland.nsw.gov.au

Clr Michael Zaiter 0418 432 797 Michael.Zaiter@cumberland.nsw.gov.au

Clr Suman Saha 0419 546 950 Suman.Saha@cumberland.nsw.gov.au

Clr Sujan Selventhiran 0427 104 940 Sujan.Selventhiran@cumberland.nsw.gov.au

MAJOR PROJECTS, UPGRADES AND PRIORITY AREAS

Council is continually constructing and maintaining footpaths, roads, buildings, parks and drains. The Capital Works Program outlines the annual budget allocated for these activities, specifically for Council-owned and managed assets. Council’s proposed capital expenditure for 2026-2027 is $101.3 million, which includes new and major capital projects worth $62.7 million. Council plans to use Local Infrastructure Contribution Reserves of $35.1 million and other reserves of $2.9 million for its 2026-2027 Capital Works Program.

Council’s priority capital works projects that are planned for delivery in the 2026-2027 period include:

$18.8m towards the renewal of Council roads and bridges

$23.5m towards Local Infrastructure Contribution funded expansion projects across the Cumberland area

$19.0m towards renewals for Council buildings and Swim Centres, including upgrade works to Guildford Swim Centre

$21.6m towards new grant funded major projects inclusive of Western Sydney Infrastructure Grants Program

$2.0m towards Council’s Local Transport Forum and Traffic Blackspot Program works

$2.9m towards other capital works including streetlighting, plant and I.T equipment

$3.5m towards the renewal of Council stormwater infrastructure

$5.0m towards new and renewed footpaths

$5.0m towards renewals for Council open space park assets

Auburn Basketball Centre

Modernisation Project

The Auburn Basketball Centre Modernisation Project will include the construction of a new dedicated high performance training and development facility that supports players at all levels and strengthens athlete pathways. The works include two FIBA (International Basketball Federation) certified basketball courts, a dedicated gym, physiotherapy and treatment spaces, player’s lounge and carpark.

Duck River Parklets

Guided by the Duck River Strategic Masterplan, Council will deliver two new parklets at the end of Mimosa Street and Seventh Street in Granville. These parklets will assist with improving local connections to the Duck River Parklands, provide new seating areas and play items in addition to environmental elements for the treatment of stormwater runoff from urban catchments. A viewing platform will be installed as part of the Seventh Street Project to improve visual access to Duck River.

Lidcombe Town Centre

Revitalisation Project

Public domain improvements will be undertaken at the Joseph Street Precinct, Lidcombe. The improvements aim to give the community more public spaces with a range of facilities including outdoor dining opportunities, new tree canopy cover, public art and new street furniture, in addition to improved public streetscapes and paving.

Guildford Swim Centre

Modernisation Project

The modernisation of the Guildford Swim Centre will deliver state-of-the-art facilities, including an indoor program pool and an outdoor pool for the local community. Modernising this centre will provide support to people of all ages and abilities, offering programs and services such as learn to swim classes, recreational swimming, gentle aquatic exercise and rehabilitation activities.

Duck River Playground Upgrade

The new Duck River Playground will have an array of play equipment suitable for all ages and abilities including a flying fox and climbing tower, in addition to sand and water play areas. New park shelters, picnic settings, BBQs, a central lawn and a decking area under trees will provide a range of seating and spaces for the community to come together.

Lidcombe Remembrance Park

Upgrade

Lidcombe Remembrance Park upgrades will include a new play space and amenities building. Landscaping to the eastern portion of the park will include planting, a walking loop, outdoor fitness equipment and park furniture promoting active lifestyles in the area.

Hyland Road Sporting Complex Project

A new state-of-the-art regional sporting facility is to be delivered through the Western Sydney Infrastructure Grants Program. The Sporting Complex will provide a range of sporting activities, including netball, AFL, football, cricket, baseball and indoor sports.

Auburn Park Extension

The Auburn Park Extension will include extending the existing carpark and broadening the use of the open spaces with the construction of landscaped areas, picnic shelters, footpaths and a basketball half court.

Girraween Park Amenities Upgrade

Council is building a new play space and redeveloping the existing amenity building at Girraween Park, as the current building is nearing the end of its serviceable life. This building will better serve sporting clubs and the community by improving accessibility, inclusion and service levels in addition to providing a new bookable community meeting room.

Artist impression of the Auburn Basketball Centre

Artist impression of the Guildford Swim Centre

Artist impression of the Duck River Parklets

Artist impression of Girraween Park

MAJOR EVENTS

Sydney Cherry Blossom Festival

Cumberland City Council will present the Sydney Cherry Blossom Festival, a nine-day event that is Council’s most significant cultural program attracting more than 100,000 visitors annually. The festival celebrates Japanese culture and the seasonal Sakura bloom through traditional and contemporary music, food, art and entertainment.

Diwali Festival

The Diwali Festival celebrates the triumph of light over darkness and highlights the cultural diversity of the community. The event includes live performances, cultural activities, authentic Indian cuisine and family friendly entertainment delivered in a vibrant street festival format.

Christmas in the Gardens

Christmas in the Gardens will be delivered as a family focused community event featuring light displays, live carols, festive performances, children’s activities and craft opportunities. The event will provide free family entertainment and include photo opportunities with Santa.

Family Christmas Fair

The Family Christmas Fair is a celebration designed to bring the community together. The program includes live entertainment, market stalls, food vendors and interactive activities for all ages.

Australia Day

Australia Day celebrations will bring the community together for a free, family friendly event featuring live performances, cultural showcases, market stalls, food trucks and interactive activities. The program will conclude with a fireworks display.

Diwali Festival

Family Christmas Fair

Cherry Blossom Festival

Lunar New Year

Lunar New Year will be celebrated through a program of lion and dragon dances, traditional music, cultural performances, workshops and market stalls. The event will showcase Asian culture and provide opportunities for community engagement.

Ramadan Street Festival

The Ramadan Street Festival will be delivered during the Islamic holy month. The event will feature authentic food stalls, traditional music, cultural displays and family activities, creating a vibrant evening atmosphere that promotes inclusion and cross cultural understanding.

Easter in the Gardens

Easter in the Gardens will be delivered as a family friendly cultural event and will include Easter egg hunts, children’s entertainment, interactive games and appearances by the Easter Bunny. The event will provide a vibrant and free community celebration.

Easter Extravaganza

The Easter Extravaganza will be a community event featuring live performances, food trucks, market stalls and family activities, fostering connection and celebration.

Nowruz Street Festival

The Nowruz Street Festival will celebrate Persian New Year with traditional music, dance, cultural displays and symbolic elements such as the Haft-Sin table. The event will include interactive activities and entertainment for all ages.

Back to Guildford Street Festival

Back to Guildford Street Festival will celebrate local culture and heritage through music, dance, food and interactive activities. This event is designed to connect locals with the heart of Guildford through food, culture, entertainment and shared experiences for all ages.

Lunar New Year

Back to Guildford Street Festival

Ramadan Street Festival Nowruz

Easter in the Gardens

BUDGET SUMMARY

Cumberland City Council is committed to measuring important aspects of financial performance. This Plan ensures Council is well placed to achieve this commitment by meeting the following criteria:

• Financial sustainability as outlined in the Financial Planning and Sustainability Policy

• Financial sustainability as outlined in the Asset Management Strategy as part of the Resourcing Strategy

• Sustainable service delivery.

The 2026-2027 budget projects a net surplus of $2.7 million before capital contributions. Budget expenditure is based on existing service levels, complies with the Financial Planning and Sustainability Policy and includes a fully funded Works Program. Performance indicators are benchmarked against the Long Term Financial Plan (LTFP) to ensure alignment with Council’s financial sustainability objectives.

Profit and Loss

Net income for 2026-2027 is projected to increase by $10.6 million. The movements underlying this projection include:

• Rates: Set in accordance with the rates pegging limit determined by the Independent Pricing and Regulatory Tribunal (IPART)

• Domestic Waste Management charges: Adjusted to reflect the cost of service delivery

• Stormwater Management Levy: Maintained at the statutory cap under the Local Government Act 1993

• User fees (non-statutory): Adjusted in line with service delivery requirements

• Other revenue: Additional $0.5 million from enforcement activities related to parking and compliance

• Operating contributions: Reduced by $0.6 million as one off grants conclude.

Expenses are projected to increase by $11.5 million. The movements underlying this projection include:

• Employee costs: $5.1 million increase, reflecting award requirements

• Materials and services: $3.8 million increase due to non-discretionary costs (including waste, insurance and utilities), partially offset by reductions in discretionary works

• Depreciation: $2.1 million increase, in line with asset revaluations and new assets coming online.

SERVICE REVIEW PROGRAM

Service reviews are a vital process that Cumberland City Council uses to ensure that services and facilities meet community needs and wants now and into the future. They ensure that Council is being effective in delivering the desired outcome for the community and that Council is continually improving how available resourcing (assets, people, financing and technology) is being utilised, with savings redirected to new or improved services.

Service reviews are seen as part of Cumberland City Council’s ‘business as usual’ practices and a central part of Council’s continuous improvement process. Council is investing significantly in its ability to provide an internal Better Practice Service Review Program. Council’s service review methodology includes engagement with the community, customers and other internal and external stakeholders to determine service level expectations and inform appropriate performance measurement.

Council’s Continuous Service Improvement (CSI) Service Review Program has the following service areas scheduled for review for 2026-2027.

• Capital Works and Asset Renewal

• Roads.

Detailed reporting on specific reviews undertaken each year are contained in Council’s Annual Report. The actual reviews undertaken in any year can change based on operational priorities.

RESOURCING STRATEGY ACTIONS

The Resourcing Strategy seeks to provide clear and detailed information on how Council plans to resource the commitments it has made in the Delivery Program, which is informed by the Community Strategic Plan. This Operational Plan outlines Council’s commitments for Year Two of the Resourcing Strategy. Council’s Resourcing Strategy is made up of four integrated components:

• Asset Management Planning

• Workforce Management Planning

• Digital Planning

• Long Term Financial Planning.

Asset Management Actions

The Action Plan for improvement over the next year to evolve Council into an organisation that is practicing service driven optimisation is set out below.

Asset Data and Information

Capital Works and Operations

Asset Performance, Risk and Review

and Operations

and application of Asset Information Standards

Information Standards exist and are consistently applied to asset information practices

Review of asset attribute data requirements to identify minimum mandatory items in alignment with business needs Asset attributes are recorded in accordance with minimum mandatory requirements

Development of formal whole-of-life cost analysis processes for proposed capital investment options

Development/update and application of Business Process Manuals for each asset (sub)class

Whole-of-life cost analysis is determined and considered for all capital investment options

Process Manuals exist for each asset (sub)class and are consistently applied to business practices

Development/update of asset performance and condition monitoring manuals for each asset (sub)class, including key processes and measures in regard to performance, failure, maintenance and risk Asset performance and condition monitoring manuals exist for each

Development/update of maintenance standards for each asset (sub) class, including inspection frequencies, defect types, intervention levels and work instructions

Review/update asset handover processes to ensure asset register updates occur in a timely manner and are consistent with the Asset Information Standards

Workforce Management Actions

In order to effectively respond to the future needs of Council’s workforce, the directions of the Workforce Management Strategy have been categorised into six key focus areas:

• Attract and retain diverse talent

• Invest and build in the leadership capabilities of our staff

• Deliver opportunities for local employment

• Strengthen the engagement within our workforce

• Facilitate a culture of continuous improvement

• Plan for our future workforce and organisational needs.

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Long Term Financial Plan Actions

The Long Term Financial Plan (LTFP) outlines key actions to ensure Council’s financial sustainability and ability to deliver essential services and infrastructure for the community. Over the next year, the LTFP will focus on:

• Maintaining Council performance against sustainability indicators set by the Office of Local Government and exceeding financial sustainability indicators.

• Developing a detailed, fully funded long term capital works and renewals program that allocates Local Infrastructure Contributions projects to future years and addresses the infrastructure backlog.

• Maintaining unrestricted cash above $10 million every year.

• Implementing a model to appropriately allocate projects and programs across multiple years to ensure intergenerational equity and a reduction in Council’s asset infrastructure backlog.

Digital Actions

The Digital Strategy Action Plan provides six focus areas, detailing key projects and services, description of the activities, the action required to be undertaken and the year in which the action will be delivered.

1. Customer-Centric Digital Services

Create customer-centred programs and services using technology to be more efficient and responsive to the needs of Council and the community.

2. Modern Technology Landscape

Use

Data-driven Business Insights

4. Information Services Operating Model

Evolve the role and skills of Information Services to respond better to demands of the Council business. Information Services staff will work more closely with service delivery teams to embrace digital opportunities.

5. Strong Cyber Security and Governance

Implement robust and effective Cyber Security controls and appropriate governance structures to protect and secure systems and data.

6. Vision for Digital Innovation

Assist in the delivery of Smart Places Strategy projects and Internet of Things, to improve asset management and customer service. Explore machine learning and artificial intelligence to optimise service delivery.

Eric Tweedale Stadium

OUR SERVICE DELIVERY

DELIVERING THROUGH SERVICES

Council’s service structure has 35 frontline and internal services. All internal services are charged on a full cost recovery basis to allow for accurate measurement of the subsidy provided for each service.

The Operational Plan 2026-2027 provides detailed service plans that contain:

• A service description outlining the purpose and function of the service

• Service expectations that provide the level of service the community can expect

• Principal deliverables and actions for each sub service, supported by performance indicators and targets to assess how the area is working towards the community priorities

• Financial data and resourcing required to deliver the service. All figures in parentheses () relate to income/surplus

• Alignment with the Community Strategic Plan 2025-2035.

PLAN ON A PAGE

Through extensive engagement and consultation with the Cumberland community, four high level Strategic Directions have been designed to fulfil Council’s commitment to achieving the vision and aspirations of our community over the next decade.

STRATEGIC DIRECTION 1

Supporting a safe, healthy, creative and connected community

STRATEGIC DIRECTION 2

Enhancing the natural and built environment

Objective 1.1 Our community is resilient, cohesive, creative and supports inclusion, access and diversity

• Strategy 1.1.1 Encourage and support participation in children and youth services

• Strategy 1.1.2 Embed culture and creativity in everyday life, providing access to cultural events, arts and activities

• Strategy 1.1.3 Provide and promote resources, services and programs that celebrate the diversity in our community

Objective 1.2 We have a safe, healthy and connected community

• Strategy 1.2.1 Provide access to crime prevention and community safety initiatives

• Strategy 1.2.2 Deliver accessible health and wellness programs and initiatives

• Strategy 1.2.3 Provide access to services and information to support health, wellbeing and address homelessness

Objective 1.3 Our community is empowered with knowledge, support and capacity building

• Strategy 1.3.1 Ensure high quality education and care services are available

• Strategy 1.3.2 Provide education and recreation activities through high quality and accessible library services and programs

• Strategy 1.3.3 Provide access to employment and capacity building pathways and opportunities

Objective 2.1 We celebrate our diverse built and natural environments

• Strategy 2.1.1 Prepare land use plans and controls that support population growth, provide diverse housing and employment options and value our local character and heritage

• Strategy 2.1.2 Care for our natural environment to support a resilient and sustainable city

• Strategy 2.1.3 Facilitate planning activities through development management and environmental services and programs

Objective 2.2 We have places and spaces that are vibrant, accessible and encourage economic prosperity

• Strategy 2.2.1 Cultivate an environment where businesses and communities can flourish

• Strategy 2.2.2 Improve access and convenience through traffic and transport initiatives

• Strategy 2.2.3 Local infrastructure is designed to be sustainable, safe and fit for purpose

STRATEGIC DIRECTION 3

Delivering sustainable, safe and accessible infrastructure and services

Objective 3.1 We have public spaces and recreational assets that are welcoming, liveable and promote pride in the area

• Strategy 3.1.1 Provide equitable access to open green spaces

• Strategy 3.1.2 Ensure our valued recreational spaces and venues are fit for purpose and encourage active lifestyles

• Strategy 3.1.3 Provide safe, accessible and welcoming recreational initiatives, programs and services

Objective 3.2 We have a clean and safe environment to live, work and play

• Strategy 3.2.1 Local laws and regulations are monitored and enforced for the benefit of all people in Cumberland

• Strategy 3.2.2 Embed community pride in the cleanliness and upkeep of our valued public spaces and streetscapes

• Strategy 3.2.3 Provide access to sustainable waste services that keep our community clean and tidy

Objective 3.3 Our community infrastructure assets are well planned, delivered and maintained

• Strategy 3.3.1 Plan and deliver accessible, safe and high quality infrastructure and services

• Strategy 3.3.2 Maintain and renew Council’s infrastructure network and assets

STRATEGIC DIRECTION 4

Providing transparent, accountable and strong local leadership

Objective 4.1 We are proud to be served by a sustainable, responsible and transparent organisation, underpinned by good governance

• Strategy 4.1.1 Build public trust in local leadership and embed a culture of governance and probity in Council’s processes and services

• Strategy 4.1.2 Operate in a financially responsible manner to deliver services and facilities that offer value for money and create economic growth ensuring long term sustainability

• Strategy 4.1.3 Attract and retain local talent to position Council as an employer of choice

Objective 4.2 We make progressive decisions, building a culture of sustainable innovation, excellence and safety

• Strategy 4.2.1 Drive and implement continuous service excellence and business improvement through robust work practices and reviews

• Strategy 4.2.2 Ensure sustainability through innovative, efficient and effective technology practices

• Strategy 4.2.3 Foster a culture of wellbeing, learning and safety

Objective 4.3 We are well informed, engaged and included in decision making and long term planning and have easy access to Council

• Strategy 4.3.1 Effectively communicate and engage with the community about services, programs and offerings

• Strategy 4.3.2 Empower community involvement in decision making initiatives to drive a collaborative approach for long term planning

• Strategy 4.3.3 Deliver excellence in customer service and provide easy access to community centres and civic engagements

• Strategy 4.3.4 Provide equitable access to information and data to help make informed decisions

HOW TO READ THIS PLAN

Strategic Direction

Highlights the key community priorities.

Outcome Statement

This outlines the community’s vision and aspirations for Cumberland by 2035.

Service

Responsible for service delivery to the community. Services align with CSP Strategic Directions.

Budget

Service Description

Outlines service purpose and function in order to fulfil the CSP Strategic Direction.

Service Expectation

The standards the Service is committed to delivering for the community.

Responsible Officer

Refers to the operational staff responsible for executing and implementing the actions.

Sub Service

Responsible for delivering specific actions related to the service. Sub Services align with CSP Objectives.

Breakdown of the cost and/ or surplus from each of the sub services provided by the Service. Net cost of the Service with and without internal costs are provided. Figures without parentheses indicate cost, whereas figures with parentheses indicate income/surplus

CSP Objective

Define the community’s long term vision and answers the question ‘Where do we want to be in 10 years’ time?’.

Foundation of our Plans

Aligns and integrates our strategic directions to the Quadruple Bottom Line, Social Justice Principles and Council’s Role, creating strong line of sight across our documents.

Principal Deliverable

Responsible for delivering specific actions related to the service. Principal Deliverables align with CSP Strategies.

Actions

Describes the activities that will be carried out to support the achievement of the

Principal Deliverable

CSP Strategy

Performance Indicator and Target

These provide a framework to measure and report progress on the implementation of this Plan. Targets are set and to be met over the annual period.

Outlines the high level actions to be undertaken by Council and its partners and answers the question ‘How will we get there?

STRATEGIC DIRECTION 1